Describing and measuring corporate compliance cultures | The Oxford Review

Describing and measuring corporate compliance cultures

Research Briefing

Keywords: corporate culture, culture, compliance culture, corporate compliance culture, organisational development, organisational culture

One of the growing vogues over the last 10 years has been to attempt to engineer the most useful culture to assist in achieving the organisation’s desired outcomes. As a result, there has been much research and interest in organisational culture and organisational culture engineering/development over the years.

Interestingly, this has left organisations with somewhat of a paradox, in that they are often trying to develop both an open innovation and creative culture alongside a compliance culture. Frequently, this paradox goes unrecognised in many organisations.

Many companies and organisations these days operate under increasing corporate governance codes, such as those imposed by the various financial services authorities, the UK corporate governance code of 2016,for example. These codes and regulations tend to be detailed and cover most areas of governance, risk and compliance. Many of these codes and regulations place a heavy emphasis on organisations developing a corporate compliance culture.

The research briefing looks at a new study about how to measure a corporate compliance culture and is useful for anyone involved in HR or interesting in cultural development in general and compliance culture specifically.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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